2020-2022 Strategic Plan - Stockton Police Department - To work in partnership with our community, to build and maintain relationships founded on ...
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Stockton Police Department Strategic Plan 2020-2022 To work in partnership with our community, to build and maintain relationships founded on trust and mutual respect, while reducing crime and improving the quality of life.
By the Numbers
316,410 770,385
CITY COUNTY
POPULATION POPULATION
485 227
AUTHORIZED CIVILIAN SUPPORT
SWORN EMPLOYEES
733,032 423,390
CALLS CALLS FOR
RECEIVED SERVICE
$230 M $135.6 M
CITY POLICE DEPARTMENT
BUDGET BUDGET
Stockton Police Department 3
Message
From the Chief
The Stockton Police We will not rest on our
Department (SPD) has a rich successes, and we know we
history of being committed to still have much more work to
the success and safety of the do to reduce crime and blight
City of Stockton. I am proud and improve community trust.
of our staff’s tireless work in We recognize there is always
reducing crime and building the opportunity for continual
community trust. I am also improvement. Therefore,
proud of our community’s the SPD has developed this
help and the development 2020-2022 Strategic Plan to
of outstanding partnerships guide an already outstanding
toward these very same police department further as
goals. it continues on the leading
Chief Eric Jones SPD has had many edge. I wish to thank the
successes in recent years, SPD Community Advisory
such as an evolution of Board for their input into this
data-driven strategies and Strategic Plan, as well as the
dedication to evidence-based community for their continued
practices. SPD is also leading relationships with SPD. I
trust-building efforts with also wish to thank the SPD
the community we serve staff directly involved in the
under what is now widely development of this Strategic
recognized statewide and Plan, and all of the men
nationwide as Principled and women of the Stockton
Policing. Stockton has led the Police Department for their
way by being the single most continued dedication to honor
successful police department and professionalism.
in the assessment results
under the National Initiative Chief Eric Jones
for Building Community Trust
and Justice.
4 Strategic Plan 2020-2022
Introduction
A strategic plan is the roadmap to move from stakeholders in partnership with Westgate Center
where we are today to where we want to be in at the University of the Pacific and an internal
the future. It addresses the benchmarks, goals development committee representing each area
and objectives of an organization while providing of the Department:
actionable guidelines for achievement. To be 1. Reduce crime and blight;
successful, the strategic plan must be flexible to
2. Increase trust between the community
adjust to the unexpected, promote innovation,
and police;
progress, and development, and fluidly transition
from one strategic planning cycle to the next. 3. Recruit and hire a qualified diverse
It recognizes an organization’s strengths and workforce; and
weaknesses, and builds a foundation and 4. Employ staff that are highly trained,
structure supporting the action needed to reach knowledgeable and prepared.
its goals. This document sets forth the policing
strategy for the Stockton Police Department Through a series of feedback and review
(SPD). It acknowledges the past, addresses our sessions, internal ideas and input gathered
current challenges, and looks to our future. from all levels of the organization validated the
Since 2013, the SPD has focused its efforts objectives through which progress would be
on purposefully rebuilding the department achieved. During the three-year period, the SPD
through the use of three-year strategic plans Management Team reviewed progress made
which include stated goals and objectives and towards the four stated goals each quarter.
outline the guiding principles used in decision In addition, one specific goal’s progress was
making across the organization. Early on, the highlighted each month at a cross-departmental
decisions made were related to increasing staff meeting.
and deploying them where the community most The results of the 2016-2019 plan are positive,
needed support – reducing gun and gang-related with progress achieved in each of the four goals.
crime. Since 2013, the SPD has increased its staff Additional details regarding specific progress on
from a low of 323 to an average of 470. These each goal will be discussed in the following pages.
staffing gains, combined with our community During the plan, managers were challenged to
partnerships, the institutionalization of Operation align annual budget requests with the goals and
Ceasefire, and the department’s focused strategy demonstrate how they could make progress
of Principled Policing, helped Stockton realize towards each stated objective. Resources – both
significant and steady annual decreases in its financial and personnel - remain a significant
overall crime rate, reaching a 15-year low in challenge to realizing measurable progress as
2017. Even with the reductions achieved, the the City of Stockton remains committed to its
very nature of violent crime makes it a significant Long-Range Financial Plan for general fund
and persistent challenge to address. Since 2015, spending. Other sources of funding remain highly
Stockton has maintained its reduction in overall competitive and difficult to secure for capital
crime and targets upticks in specific areas as they expenditures necessary for the adequate training
occur. and equipping of our officers.
In preparing the 2016-2019 Strategic Plan, This document marks the third three-year plan
the SPD took a different approach which developed by members of the SPD to embrace
included refining its mission statement to the mission statement through the guiding
acknowledge community trust-building as a key philosophy of Principled Policing and achieve the
component of success. Four primary goals were identified goals and objectives.
developed based upon input gathered from key
Stockton Police Department 5
Mission, Values and Strategic Goals
To work in partnership with our community, to build and Mission
maintain relationships founded on trust and mutual respect, Statement
while reducing crime and improving the quality of life.
Our core values provide a funda- Our values, as reflected in our Our Core
mental guideline for our purpose- Mission Statement, are the filter
ful actions as a department. They through which we view all of our Values
define us, say who we are and what decisions and actions.
we as an organization stand for. The Also, it is important as a Depart-
Core Values for the Stockton Police ment that we hold ourselves to the
Department include: highest standards when it comes to:
• Integrity • Accountability
• Professionalism • Communication
• Sensitivity • Community Outreach
• Cooperation • Evaluation
• Innovation • Problem-solving
• Training
• Transparency
• Relationship-based Policing
Through the Strategic Plan, the Stockton Police Department continually
evaluates progress and identifies ways in which it can improve. The
Department constantly trains to be efficient yet empathetic in our
processes and interactions. Our staff commits to engaging in robust
dialogue and communication with the community through courageous
conversations to maintain an environment supportive of problem-solving
through relationship-based collaboration.
The Stockton Police Department will focus on four goals during the Goals for
2020-2022 Strategic Plan:
2020-2022
1. Reduce crime and blight;
2. Increase trust between the community and police;
3. Recruit and hire a qualified, diverse workforce; and
4. Employ staff that are highly trained, knowledgeable and prepared.
These four goals are the same as the prior plan as they remain
representative of the core work the Stockton Police Department needs
to do. What is changing, based upon stakeholder evaluation and input
including the Chief’s Community Advisory Board, are the specific objectives
under each goal to demonstrate how the Department can realize the best
results for its efforts.
6 Strategic Plan 2020-2022
Strategic Goal 1 Council Goals Addressed
This goal is in line with the City Council Strategic Work
REDUCE CRIME AND BLIGHT Plan Priority Goal No. 1.2, focusing on crime reduction,
The Department has developed three primary objectives: including group gun violence, blight reduction, and outreach
(1) reduce crime, (2) reduce traffic collisions, and (3) reduce for focus areas as well as Goal 1.1, developing solutions
blight. Our overarching framework to succeed in these to address homelessness. The City Council’s Strategic
areas remains the “Four P’s” - Partnership, Prediction, Work Plan can be reviewed at: www.stocktongov.com/
Prevention, and Pursuit. government/council/goals.html
Progress Made During 2017-2019 OBJECTIVE 1: Reduce Crime
Stockton’s serious crime rate has been decreasing The Department will focus and manage its crime
since 2013, including a 3.3% decline from 2016 to 2017. In reduction efforts through our monthly location-based ICAP
2018, the number of homicides and non-fatal shootings meetings; coupled with our Operation Ceasefire individual-
decreased by 40% and 31%, respectively. During the based group violence intervention strategy. Both ICAP and
previous Strategic Plan, the Stockton Police Department Operation Ceasefire are premised upon our commitment to
successfully hosted at least two Ceasefire call-ins a year, data-driven, intelligence-led, and evidence-based policing
increased Neighborhood Watch groups more than 10% strategies. The Department is developing an additional tool
overall, completed two Neighborhood Betterment Team which focuses on intelligence-led ballistics analysis and
areas per year, and hosted community engagement investigation through a collaboration between evidence,
events in each Intelligence, Communication, and Planning crime analysis, detectives and prosecution.
(ICAP) Focus area on a monthly basis. Through a grant
offered by the State Office of Traffic Safety, two additional Operation Ceasefire
motorcycles were purchased, increasing the number of Operation Ceasefire is a promising evidence- and
assigned traffic officers in 2018 to 14. partnership-based violence prevention strategy. In
partnership with the City of Stockton’s Office of Violence
Prevention and community leaders, Operation Ceasefire
reaches out to groups and individuals identified as being
most at risk for involvement in firearm-related violence
to provide education on the impact of violence to those
involved, their families and the community. Resources are
offered to assist individuals in making positive life changes
that lower their risk of gang/group violence. Additionally,
the Department partners with other local, state, and
federal law enforcement agencies to conduct targeted
enforcement and prosecution of those who ignore the
message and continue their violent behaviors. Operation
Ceasefire is continually evaluated and refined to increase
effectiveness.
Intelligence, Communication, and Planning (ICAP)
Key Department personnel meet during monthly ICAP
meetings to share and analyze intelligence gleaned from
Stockton Police Department 7
investigations, staff expertise, community contacts, and
our forecasting model - Project ForeBoDe (Forecast Based
Deployment). Plans are developed and managed specific
to those neighborhoods identified as having the highest
risk for crime. Resources are focused into these areas to
prevent crime and interrupt violence through presence,
community engagement and focused enforcement. Results
are analyzed for effectiveness and used to inform future
strategy development in monthly ICAP meetings.
Enhanced Ballistics Analysis and Investigation
The Department is in the planning stage of enhancing
its use of ballistics analysis and improving its collaboration
between evidence, crime analysis, detectives, and
OBJECTIVE 3: Reduce Blight
prosecution. This collaboration focuses on the immediate
The Department’s Neighborhood Services Section
collection, management, and analysis of crime gun
(NSS) will use multiple tools to reduce blight and nuisance
evidence to identify shooters, disrupt criminal activity,
properties. Through programs, such as the Neighborhood
and to prevent future violence. This effort will operate
Betterment Team (NBT), and by using collaborative cross-
alongside Operation Ceasefire and ICAP, and will expand
departmental strategies such as Stockton’s Top Offending
communications and collaborations with allied agencies at
Properties (STOP), the Department will continue to be
the local, state and federal level.
proactive with neighborhood clean sweeps and graffiti,
blight, garbage, junk and debris abatement. NBT is now
OBJECTIVE 2: Reduce Collisions
able to focus on six specific areas and works to build long-
Evidence shows traffic violations, accidents, and
term community capacity to combat blight and crime. NSS
crime are reduced in areas where high-visibility traffic
administers the Residential Rental Program, which seeks
enforcement is conducted. Special enforcement areas will
to inspect and audit rental properties to ensure these
be determined using accident data layered over ForeBoDe
locations meet minimum code standards for occupancy.
areas presented in ICAP. The Department will continue
The Department’s Strategic Community Officers (SCO)
to apply for grant funding to augment these special
are placed in areas historically challenged with higher
enforcement activities with the intent of reducing collisions
levels of crime and blight. The SCO’s establish relationships
and improving driver safety.
within the community by attending watch group meetings,
The Traffic Section will continue to educate the public
visiting with residents and patrolling the areas daily. They
regarding traffic safety during enforcement stops, through
work with community members on neighborhood concerns
presentations at community meetings and schools, and
such as crime, illegal dumping and various blight issues.
through participation in National Bicycle Safety Month.
The Department responds to community concerns
Traffic’s involvement with collaborative courts (DUI Court)
regarding the often unsanitary and dangerous conditions
and the California Highway Patrol’s “Every 15 Minutes”
associated with homeless encampments. We work
program, which focuses on educating high school students
collaboratively with other City departments, partner
of the consequences of drinking and driving, will also bolter
with governmental agencies and community partners to
their education efforts.
mitigate these health and safety concerns. Additionally, the
Strategic Operations Section partners with community-
8 Strategic Plan 2020-2022
based organizations and governmental outreach workers areas affected by homicides. Community participation
to connect members of the homeless population with in National Night Out – the first Tuesday of August –
various needed resources and services. continues to increase each year with SPD staff attending
over 100 different sites. BWC have been an integral part
Strategic Goal 2 of the trust building efforts. The Department upgraded its
BWC platform twice and expanded the use of BWC to all
INCREASE TRUST BETWEEN THE officers with an enforcement capacity in the field. Quarterly
COMMUNITY AND POLICE audits have shown compliance with the BWC use policy has
To improve trust and relationships between the been at nearly 100% in 2019.
community and the police, it is important that the
Department build and enhance our partnerships Council Goals Addressed
throughout the community and increase legitimacy using This goal is in line with the City Council Strategic Work
Procedural Justice. Increasing trust with the community Plan Priority Goal No. 1.2 focusing on crime reduction,
benefits every facet of the SPD. This goal will result in a including group gun violence, and blight reduction, as
community more actively engaged in the Department’s well as the Council’s guiding principle of operating in a
programs and outreach, improved two-way communication transparent and open manner to earn and keep the trust of
between the community and the SPD, increase officer our community.
safety, and a Department that fully supports and applies
Procedural Justice. The Department will continue training OBJECTIVE 1: Build on the Department’s
and equipping our officers with Body Worn Cameras (BWC) Application of Procedural Justice, Implicit Bias
as it adds a layer of accountability in field activity. Training and Trust Building
Principled Policing has been integrated throughout
Progress Made During 2017-2019 the Department with its tenets included in departmental
During the previous Strategic Plan, the Stockton policies, employee evaluations, and special assignment
Police Department trained all its officers in the tenets of requests. Stockton Police Department personnel have
Procedural Justice, and in recognizing and reducing Implicit received intensive training in three areas:
Bias. The Neighborhood Impact Team responded to all
• Procedural Justice1: Procedural Justice focuses on
how the characteristics of police interactions with
the public shape the public’s views of the police,
improves community-police relations and trust.
• Procedural Justice 2: Implicit Bias focuses on how
largely subconscious psychological processes
can shape authorities’ actions and lead to racially
disparate outcomes, even where actual prejudice is
not present.
• Procedural Justice 3: Trust Building focuses on
reconciliation or facilitating honest conversations
between communities and police that address
historical tensions, grievances, and misconceptions
with the ultimate goal of resetting relationships.
Stockton Police Department 9
The Stockton Police Department will continue Principled
Policing training for all members of the Department
with three stages of classes. The reconciliation work is
conducted primarily through Trust Building Workshops
where members of the community and members of the
Department will convene to promote healing through
courageous conversations and dialogue.
OBJECTIVE 2: Information Sharing
Public Information Officer
The Department’s Public Information Officer (PIO)
is responsible for providing information to the public,
answering questions from the media, disseminating press
releases, and ensuring the Department’s media presence events are a great opportunity to strengthen relationships
is timely, accurate, and relevant. The PIO maintains a social with members of the community. Officers frequently
media presence, conducts interviews, provides face-to- find themselves problem solving, enriching the lives of
face contact, and facilitates two-way dialogue with the children and building relationships where they might not
community. With the assistance of the PIO, the Stockton have existed before. These relationships help to ensure
Police Department will produce and release information in satisfaction and resolution to future problems.
a comprehensive, but easy to understand way to the public
and media. Neighborhood Impact Team (NIT)
The Neighborhood Impact Team works in partnership
Release of Information with the Stockton Police Chaplaincy. This team, consisting
The Department will continue using a variety of relevant of the PIO, volunteers and other members of the
social media platforms and other outreach tools to Department, goes into the community after a traumatic
remain proactive in the dissemination of information. In event, such as a homicide or an officer-involved shooting.
accordance with the California Public Records Act, Senate The team talks to affected community members about
Bill 1421, and Assembly Bill 748, the Department will the incident, offering information and support as well as
continue to be accountable and transparent by providing referrals to the many resources available to them. This
upon request the appropriate records. This may include program has been well received and helps build trust
BWC footage related to use of force resulting in great through disseminating accurate information as well as
bodily injury or death, officer-involved shootings, and other gaining input from the community.
critical incidents as provided by law.
Chief’s Community Advisory Board
OBJECTIVE 3: Community Engagement and The Chief’s Community Advisory Board (CAB) is
Public Outreach comprised of a cross-section of Stockton’s civic,
The Strategic Operations Section and the PIO organize business and religious leaders. The CAB encourages
and attend many community-engagement events two-way communication between the Department
throughout Stockton. Events in the ICAP focus area and and the community. The CAB meets with the Chief and
in the Neighborhood Betterment Team areas occur on departmental managers on a regular basis to share
a regular basis. Officers assigned to various units also concerns on crime and police relations and to receive
attend community and school events upon request. These information on current Department initiatives.
10 Strategic Plan 2020-2022
Strategic Goal 3 all areas and positions. In 2018, SPD maintained a vacancy
rate between 3-5%, which is in line with the long-range
RECRUIT AND HIRE A QUALIFIED DIVERSE financial plan goals.
WORKFORCE
Stockton is home to over 316,000 people. The Council Goals Addressed
Department is committed to maintaining its standards This goal is in line with the City Council Strategic Work
for hiring and we value all forms of diversity, including Plan Priority Goal No. 2.3 focusing on developing an
but not limited to ethnicity, gender, culture, education, employment pipeline for Stockton residents to Stockton
and experience. It is important to build a Department employers.
that is representative of the community we serve. With a
reinvigorated focus in 2017, the Department changed its OBJECTIVE 1: Recruit and Hire Local Residents
recruiting approach to be more transparent, robust, and for all Positions
focused on attracting a highly qualified, diverse workforce Strategic recruitment should be focused, purposeful
to better reflect the makeup of our community. Many law and attract quality candidates representative of the
enforcement agencies are actively hiring, and competition community who meet the Department’s qualifications.
is high, so attracting quality candidates continues to be an There are several short-term strategies utilized by the
immense challenge. Department to attract a robust applicant pool, including a
recruiting team and expanded volunteer opportunities. In
Progress Made During 2017-2019 addition, it is critical that the Department also recognizes
During this period, SPD achieved its highest ever level of that every employee, in every assignment, plays a role in
sworn staffing at 473 and maintained an average turnover recruiting the Department’s next generation. All employees
rate of 10%. In 2017, the number of officers leaving for should incorporate recruiting into daily interactions
other agencies decreased from prior years, indicating the and presentations such as routine calls for service,
retention efforts in place are having a positive impact. Neighborhood Watch and Business Watch groups, active
Improvements in aligning the Department’s employee shooter demonstrations/training, and business safety
diversity to that of Stockton were made incrementally in awareness. Our ideal applicant is someone who wants to
make a difference in our community.
Recruiting Team
The Department created a diverse recruiting team
consisting of a cross-section of the organization, selected
and trained to engage candidates, establish rapport and
form a relationship to help guide candidates throughout
the application, testing, and background process. This
team was recently expanded to include professional
and technical staff and incorporate similar recruitment
strategies for all staff vacancies within the Department.
The Recruiting Team attends local and regional job
fair events and uses diverse strategies of marketing and
advertising such as online ads, billboards, magazine,
radio, and videos to entice additional applications. Online
interest cards are solicited, and prospective applicants areStockton Police Department 11
connected to a recruiter to explain the process, provide
information, and inspire continued interest. Orientation
sessions are held for interested persons to better prepare
them for the rigorous hiring process.
OBJECTIVE 2: Volunteer Pipeline to Employment
Public Safety Academy
Designed as a criminal justice career pipeline for
Stockton’s youth, the Public Safety Academy (PSA) is
a partnership with Stockton Unified School District,
SPD, San Joaquin Delta College Police Department and
California Highway Patrol. As PSA students have already
demonstrated an interest in law enforcement, they are
encouraged to join the Stockton Police Department’s Cadet
Program once they reach the eligible age of 14.
OBJECTIVE 3: Diversity in Staffing
A significant way to gain trust and improve relationships
Cadet Program
and legitimacy within the community is for our employee
The Stockton Police Department’s volunteer Cadet
diversity to reflect that of the Stockton community.
program provides opportunities for those aged 14-17
Trust and legitimacy built between the citizens of
to participate in Police Department events and activities
Stockton and the Police Department through the use of
and explore their interest in a law enforcement career.
Principled Policing should increase our ability to attract
They learn about law enforcement duties and work with
and recruit a diversified workforce from our local region.
sworn and professional and technical staff at a variety of
The Department will continue to make the recruiting
community events. Once Cadets reach the age of 18, they
of underrepresented communities a priority so that
are encouraged to continue their journey toward becoming
the composition of the Department mirrors that of the
a police officer by becoming a member of the Department’s
community.
Sentinel Program.
Strategic Goal 4
Sentinel Program
The Sentinel Program is the next step in the pipeline
EMPLOY STAFF THAT ARE HIGHLY TRAINED,
for volunteers to become police officers and professional
KNOWLEDGEABLE AND PREPARED
or technical staff. It allows for volunteers between the
The Stockton Police Department has hired 542 officers
ages of 18 and 40 to contribute to the Department and
since 2012. This level of hiring, coupled with high attrition,
community by participating in such duties as assisting with
results in an average tenure of three years for patrol
traffic control, searching for missing persons, conducting
officers. The Department continues to allocate significant
special checks, recovering unoccupied stolen vehicles, and
focus and resources on training and staff development.
working special events. The Sentinel Program encourages
All employees need to be committed to continually
those interested in a career with a law enforcement
maintaining high standards of work not only in their
agency to stay engaged with the Department while
specific duties, but in every aspect of the organization’s
serving the community, and to begin the hiring process as
operations.
opportunities become available.12 Strategic Plan 2020-2022
Progress Made During 2017-2019 evaluate their training abilities and successes. Utilizing
During the last Strategic Plan, efforts to certify in-house Department employees who are subject matter experts
staff to become trainers, partnering with other agencies, to train others can mitigate costs and provide fiscal
and the use of internal subject matter experts were responsibility and efficiency.
successful, thereby reducing the cost of training by being a
host agency. Efforts to identify funding for training facility OBJECTIVE 2: Succession and Career Planning
improvements continue to remain a high priority. It is crucial that the Department develop a plan for
succession and career planning to support future leaders
Council Goals Addressed at all levels of the department. As we look to develop
This goal is also in line with the City Council Strategic internal management and supervision courses for staff
Work Plan Priority Goal No. 2.3 by focusing on developing development, we are identifying and implementing training
an employment pipeline for Stockton residents to Stockton for coaching and mentorship as well as current procedural
employers, but expands to support the Council’s guiding training.
principle to support the professional development of our
employees with a focus on continuous improvement. OBJECTIVE 3: Training Facility
The Department has grown to the point where it has
OBJECTIVE 1: Comprehensive Training Plan become necessary to obtain a dedicated training facility.
It is crucial to ensure the Department has identified all It remains a significant need and staff will continue to
mandated and preferred training for sworn, professional evaluate what it will take to procure, furnish, and maintain
and technical staff. The management and supervision such a facility so that the project will be “shovel ready”
teams will meet to ensure the Department has correctly when funding is identified.
prioritized Department training.
The development of a professional training staff is key
to providing cost-effective and timely ongoing Department
training. The Department will identify and assign new
trainers as needed while implementing a workflow toStockton Police Department 13
Implementation and Evaluation
of the Strategic Goals
It is critical that the department implements the four strategic
goals of:
• Reducing crime and blight
• Increasing trust between the community and police
• Recruiting and hiring a qualified, diverse workforce
• Employing staff that are highly trained, knowledgeable
and prepared
To ensure the success and implementation of these goals,
each member of the Stockton Police Department will be held
accountable. Beyond the continuous monitoring and updating,
progress will be tracked and measured and annual reviews
and updates will be implemented.
Accountability
The department’s leadership is committed to the
successful implementation of this strategic plan. The
Chief of Police, Deputy Chiefs and Captains take personal
responsibility for the strategic plan objectives. They will work
together as a team to assign strategy leaders and balance
resources as the department moves forward with the plan.
Tracking and Measurement
Strategic plan progress is continually tracked, measured,
and reviewed during monthly ICAP strategy meetings. In
addition to the monthly ICAP meetings, progress reports
highlighting key accomplishments and progress are reviewed
during quarterly management team meetings and are
distributed department-wide for the benefit of all employees.
Annual Review and Update
The strategic plan is reviewed and updated as needed on
an annual basis, in conjunction with the City’s annual budget
preparation cycle. The department’s overall objectives and
strategies are assessed and reprioritized if necessary, based
on operating expenses, service indicators, crime statistics, or
special initiatives. This process allows for plan flexibility given
ever changing realities, ensuring the strategic plan remains
a viable and legitimate tool that supports annual operating
budget development, capital improvement project (CIP)
development, and equipment and personnel planning. The
report is available for download from the City’s website at
ww1.stocktonca.gov/Departments/Police.We’re proud to be a part of our community.
Stockton Police Department
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Stockton, CA 95202
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